Lean adoption often fails not because people inherently resist change, but because organizational trust, context, capability and implementation practices are overlooked.

True success is defined by long-term sustainability rather than initial implementation.

Is it true or is it a convenient excuse when progress is hard to see? It can be both, say the cohosts of Behind the Curtain: Adventures in Continuous Improvement.

Lean training is important, but "knowing lean is not the same as living lean." It's the behavioral discipline that comes after training that creates momentum, say the hosts of Behind the Curtain: Adventures in Continuous Improvement.

The truth is that lean makes problems more visible, say the hosts of Behind the Curtain: Adventures in Continuous Improvement. The only way to improve is to develop a culture that embraces the uncovering of problems, which actually can make reality appear worse, they argue.

The truth is that many leaders resist empowerment because it diminishes their status and control, argue the hosts of Behind the Curtain. They underscore the importance of redefining leadership to value influence and team empowerment over personal power and decision-making.

Don't assume leaders' initial lean enthusiasm automatically translates to long-term support. Many headwinds could derail early commitment, say the hosts of Behind the Curtain: Adventures in Continuous Improvement, who outline several of those challenges and offer this advice: Nurture, guide and coach leaders to sustain their support and your lean gains.

Neither statement is true, say the hosts of Behind the Curtain: Adventures in Continuous Improvement, who offer compelling perspectives about why the division between lean and Six Sigma exists—and why it shouldn't.